Kĩ năng làm việc nhóm Team and teamwork

Types of Teams Larson & LaFasto, 1989  Problem Solving Team: A type of team created for the purpose of focusing on the resolution of a particular problem or issue.. Types of Teams Lars

Chapter 9: Teams and Teamwork

PSYC 352

 Dyad: Two-person unit

 Group vs Team

 No real distinction

 Team: A social aggregation in which a limited number

of individuals interact on a regular basis to accomplish a set of shared objectives for which they have mutual

responsibility

Origins of Work Teams

 Factors that led to the use of teams:

 Information age

 Educated and trained population

 Rate of change in work activities

 Teams are not always better than individuals

Level of Analysis

Individual vs Team vs Organization

Micro vs Meso vs Macro

Organization

Work Groups

Individuals

Types of Teams

(Larson & LaFasto, 1989)

 Problem Solving Team: A type of team

created for the purpose of focusing on the resolution of a particular problem or issue

 Creative Team: A type of team created for

the purpose of developing innovative

possibilities or solutions

Types of Teams

(Larson & LaFasto, 1989)

 Tactical Team: A type of team created for

the purpose of executing a well-defined plan

or objective

 Ad Hoc Team: A type of team created for a

limited duration that is designed to address itself to resolving one particular problem

Creative Autonomy Explore possibilities and

alternatives IBM PC Team

Tactical Clarity Directive, highly focused

tasks, role clarity, defined operational standards, accuracy

well-Cardiac Surgery Team

Principles of Teamwork

1 Feedback provided and accepted

2 Backing up team members

3 Collective group

4 Within-team interdependence

5 Leadership makes a difference

Team Structure: Roles

Leader Shaper

Worker Completer- Finisher Creator

Resource investigator

Team Facilitator Monitor- evaluator

Le ad

ers hip

W ork Pr odu

Diversity within a team is

reflected in the members

filling different roles

Effective teams are

composed of members

who serve different roles

on the team and their roles

are defined by possession

of selected mental abilities

and personality

characteristics.

Belbin, 1981

Team Processes: Socialization

 Socialization: process of mutual adjustment

that produces changes over time in the

relationship between a person and a team

 How socialization works (Moreland & Levine, 2001):

 Evaluation

 Commitment

 Role transition and phases of membership

(investigation, socialization, maintenance,

resocialization, remembrance)

Team Processes:

Shared Mental Models

 Shared Mental Model:the cognitive

processes held in common by members of a team regarding how they acquire

information, analyze it, and respond to it

 What is shared (Cannon-Bowers & Salas, 2001)?

Team Processes:

Shared Mental Models

 Groupthink:a phenomenon associated with

team decision making in which members feel threatened by forces external to the team,

resulting in a deterioration in the cognitive

processing of information

 3 Causes:

 High level of cohesion

 Structural organizational flaw

 Proactive situational context

Groupthink Example

A board of directors of an international air

freight service must decide whether the

company should enter a cost-cutting war with their competitors The board begins its

decision-making meeting with the

chairperson’s loaded questions: “Should we enter into this foolish price war or just keep rates the way they are?”

Team Processes:

Decision Making

 Multi-level theory of team decision

making (Hollenbeck, LePine, & Ilgen, 1996):

 Team informity

 Staff validity

 Dyadic sensitivity

Improving Team Decision

Making

 Assign the devil’s advocate role

 Be open to dissenting points of view

 Seek outside opinions

 Break up into smaller groups

 Rethink issues before making final decision

 Use brainstorming

Virtual Teams

 Virtual teams: Task-focused teams that meet

without being physically present or working

at the same time

 Defining Characteristics (Avolio et al., 2001):

 Communication takes place electronically

 Team members are dispersed geographically

 Members may interact synchronously or

asynchronously

Virtual Teams

 Challenges:

 Development of shared mental models

 Evaluation of team results

 Achievement of team cohesion

 Problems with leadership

Intergroup Conflict

 Consequences:

 Conflict changes group members’ perceptions of each other

 Group becomes more cohesive

 Strained interaction between the two groups

 Argumentative behavior

 Attitudes passed on to new members

 Goals focus inward, away from organization as a whole

Overcoming Intergroup

Conflict

 Superordinate Goals: goals that both groups

endorse and that often require cooperative

intergroup behavior to be achieved

 Getting 2 conflicting groups together by itself will not reduce conflict

 Conflict can be reduced if members cooperate to achieve superordinate goals.

Overcoming Intergroup

Conflict

 One problem occurs in conflicting groups is that they do not communicate

 One strategy to overcome the conflict is to

plan a negotiation between the 2 groups

 Negotiation:facilitates communication and is

usually seen a a fair method of dispute

resolution

Overcoming Intergroup

Conflict

 Member exchanges: members of conflicting

groups role play each other

 Intergroup team development: team

activities to improve relationships between groups

Overcoming Intergroup

Conflict

 Reducing need for intergroup interaction:

 Create conditions in which two groups have little

or no need to interact

 Reduce interdependence among groups

 The resource allocation process:

 Ensure groups have similar resources

 Allocate resources fairly

Special Issues in Teams

 Personnel Selection

 Training

 Performance Appraisal

Personnel Selection in Teams

 Traditional individual personnel selection methods may not take the social context of teams into

consideration.

 Selection of team members requires best mix of

personnel.

 Establishing team requirements involves

identifying and assessing the congruence among members with regard to personality and values.

Personnel Selection in Teams

Prieto (1993) asserts that 5 social skills are critical for an individual to enhance group

performance:

1 Gain group’s acceptance

2.Increase group solidarity

3.Be aware of group consciousness

4.Share group identification

5.Manage others’ impressions

Team Training

 Logic of team training is similar to

individual training, although mechanism is somewhat different

 Team task analysis provides information

about knowledge, skills, and attitudes the

team members must possess to be successful

Team Training

Team Performance

Team Performance Appraisal

 Major issue: extent to which individuals will

slacken their performance within the team

 Social loafing: a phenomenon identified in

groups or teams in which certain individuals

withhold effort or contributions to the collective

outcome.

Team Performance Appraisal:

Share the same characteristics:

individual contributions on team performance.

individual effort-team success-individual outcome link

Team Activity